1、tts Client nThe City of Brockton, Massachusetts, replaced its existing data network and systems infrastructure that support the Citys administrative management functions (such as taxes, payroll, water & sewer) and educational applications (such as grades and attendance). This environment consists of
2、 a switched IP network spanning 50+ locations and an AIX Complex consisting of an SP2 High Node and a number of AIX Servers used for SP2 management, firewalls, network and systems management and applications. This also included all Win98 desktop machines deployed throughout all City offices and scho
3、ols. Situation nCity managers needed a firm to conduct a technology installation verification of the Brockton SP2 Systems and Network Complex, manage the technology implementation, and get the project back on track to meet the original project deadlines. Solution nThe City engaged KPMG to implement
4、a network and system management (NSM) solution to help the City transition to and manage its new technology infrastructure. We provided documentation of the new technology infrastructure and applications to provide the requirements for building an NSM capability. We transitioned support of the new e
5、nvironment to the Citys existing operations/Technical Support staff and developed a pilot to demonstrate the capability of the Tivoli Management Platform. In addition to implementing Tivoli NetView to monitor the Citys IP network supporting 50-plus locations, we designed and implemented an IBM SSA d
6、isk server to function within an IBM SP2 and AIX server complex. Finally, we developed server and network backup capability utilizing Sysback/6000 and ADSM and fault management capability using Tivoli components and AIX PSSP software. Results nWe ensured that new technology infrastructure was deploy
7、ed on schedule. This solution enabled the City to manage its IT infrastructure centrally without adding more staff and reduce the total cost of ownership of its desktop by automating repetitive tasks such as desktop OS upgrades and asset tracking. 25 25 Cablevision Client nCablevision was migrating
8、from mainframe-based applications to client-server and Internet applications (Oracle Financials, PeopleSoft, Data Warehouse, Executive Information Systems and Microsoft IIS) running on Unix and NT. Cablevision decided to implement an Integrated Network and System Management (INSM) solution for its n
9、ew IT environment comprising more than 300 servers and 7000 desktops. Challenge nCablevision wanted to know how to maintain IT service levels, contain IT operations and administration costs, address the new complexity brought by client/server and Internet technologies, and support integration of new
10、ly acquired business units. Solution nKPMG is developing the INSM implementation strategy which includes objectives, priorities, and a roadmap. We are also managing a vendor selection process, ranking leading management frameworks and products, redesigning the IT management process, and implementing
11、 a solution (fault management, performance management, user administration), job scheduling, inventory, software distribution, and remote control). Results nKPMG is currently implementing the second phase of the solution 26 26 Chase Manhattan Bank Client nChase the U.S.s largest bank, was formed by
12、the 1996 merger of Chemical Banking and Chase. contracted with KPMG in the wake of its merger with Chemical Bank to help it procure vendor contracts for its international communications infrastructure. Challenge nChase was spending more than $20 million on its global communications network, but its
13、expanded buying power in the wake of the merger gave it the ability to renegotiate and form new contracts with vendors. It had experience in outsourcing domestic networking operations, but it lacked familiarity with global telecom regulations and the capability to run the procurement process in a sy
14、stematic, efficient manner. Solution nWe were contracted to facilitate the procurement process, which involved developing RFP templates, drafting RFPs and requirements definitions, designing selection criteria, rating proposals, recommending vendors and serving as ongoing advisers. The aim was to pa
15、rtner with a select group of telecommunications vendors to achieve economies of scale and scope. Results nWe helped Chase obtain three-year contracts with organizations that will save more than $4 million per year. The new contracts will help it integrate its operations and realize the economies of
16、scale and scope that originally drove the merger. This engagement also presented Chase with a clear snapshot of its global telecommunications infrastructure. 27 27 Citicorp (now Citigroup) Client nIn April 1998, Citicorpthe worlds only global consumer bank and worlds largest issuer of credit cardsan
17、nounced plans to merge with Travelers Group, a diversified, integrated financial services company engaged in investment services, asset management, life insurance and property casualty insurance and consumer lending. The new company, Citigroup, serves more than 100 million customers in 100 countries
18、. Challenge nNumerous technology initiatives had failed at Citicorp over the years despite increasing expenditures. Citicorp needed an end-to-end restructuring of its IT activities to prevent cost overruns and slippage. Solution nCiticorp engaged KPMG in a series of engagements aimed at documenting,
19、 validating, and improving its technology infrastructure strategy. We helped convert Citicorp from a technology-driven factory to a service-driven organization, allowing it to outsource many functions while retaining management control. The new model is much less capital- intensive, allowing Citicor
20、p to focus on its core businesses. Specifically, we aligned Citicorps global IT infrastructure with its corporate strategy, developed a long-term IT strategy plan, and defined principles for managing its future global IT strategy. We also assessed the strategic fit and results of existing IT initiat
21、ives based on lessons learned from previous initiatives. Results nWe reduced Citicorps data communications expenditures by 30 percent and negotiated a contract that will save $400 million over four years. In addition, we implemented a service initiative to streamline how Citicorp communicates and ne
22、gotiates with vendors. Finally, we helped reduce operating expenses by developing a plan to replace 11 legacy networks with an independent router-based network. 28 28 First Union Client nFirst Union has emerged to be the sixth largest bank in the United States. In anticipation of an upcoming merger
23、of equals, First Union was seeking to define a new network infrastructure strategy for its enterprise. Challenge nIn defining the new infrastructure architecture, First Union needed to know how to shape its network and invest in communicati例 营销中心各部门需同网络中心协商确定服 务的等级，并按不同服务等级加以区别对 待 根据r health care re
24、form initiatives are introduced, the organization will change, and the system must continue to evolve to support the new business environment.Barbara Gaskin is a principal with Decision Support Technology Inc., a consulting firm located in Cambridge, MA, specializing in the design and implementation
25、 of decision support and executive information systems.COPYRIGHT 1994 Society of Management Accountants of Canada通讯与媒体部 2002年8月13日 中国网络通信集团公司 海外业务拓展项目建议书汇报会 KPMG Consulting Inc 2002, Proprietary 拓展长途骨干网服 务；可能作为国际运营商的运营商； 开始移动服务。 2001 20032005 采用新技术；开发新一代网络； 移动服务；高端服务应用；促进 更多的国际合作 宽带 移动 执照 Source: BD
26、A 国际扩张也是中国网通长期战略的重要组成部分 地理区域及业务范围增长 - 中国网通的总体战略 - 26 KPMG Consulting Inc 2002, Proprietary & Confidential 通 信 媒 体 部 总之，国际电信巨头的困境为网通进军国际新市场带 来了巨大的机会 n中国网通首先要从现有客户的海外业务着手，开发中国跨 国企业的需求，从而建立全球化服务能力 n中国网通需要在盈利性和产出率高的领域进行投资，不能 重国外电信公司蹈过度投资的覆辙 n影响较大的全球电信市场股票震动可能使新进入者（如中 国网通）更容易识别有潜在机会的细分市场 n全球电信巨头的投资支出减少将供
27、求曲线从主要的国际市 场转移到更为有利可图的国家和地区（如亚洲） n电信运营商资产市值的减少意味着通过兼并或收购的方式 进入国际市场将会需要比以前较少的资金 Source: KPMG Consulting Analysis 27 KPMG Consulting Inc 2002, Proprietary & Confidential 通 信 媒 体 部 而且国内电信市场的剧烈变动更加增强了中国网通 市场扩张的动力 中国网通需要规划一个清晰、可实施的全球化发展战略以抓住机会预防威胁 从地 方市 场到 全球 扩张 解除管制 兼并与收购 世界贸易组织 n行业的管制解除无疑是为了促进竞争 n作为中国两
28、大固网运营商之一，中国网通可以在中国电信的区 域内竞争，但是更好的策略是利用其宽带/数据通信的优势通 过在新市场获得增长而展开竞争 n新中国网通是分拆最大受益者 - 基于2001年的收入数据，中国网通成为中国第三大运营 商 - 得到提供固网服务的授权 - 成为最大的两个长途骨干网服务提供商之一 n作为WTO成员国，我们可以在全球范围内开拓电信市场空间 n根据WTO的相关协议，我们的电信市场也要向其他国家的竞 争者开放，因而仅仅作为一个地方性电信运营商是不够的 28 KPMG Consulting Inc 2002, Proprietary & Confidential 通 信 媒 体 部 网通的国际拓展战略不仅需要设定方向，还需要设定执行指南 网通国际拓展战略 战略方向执行指南 到哪里去提供什么卖给谁 目标地理 市场 业务模式 目标细分 市场的价 值包 与谁合作 商业网络 采取什么 行动步骤 要实施的项 目 如何管理当地业务 部门或分支机构 公司治理及绩效指 标 业务蓝图 能赚多少 投入产出 分析 必须要制订一个可实施的国际拓展战略 29 KPMG Consulting Inc 2002, Proprietary & Confidential 通 信 媒 体 部 国际拓展战略的第一个维度就是“设定方向” - 战略维度 A:
